Search results

Transformational leadership has caught the significant attention of many academic scholars in the leadership domain. In recent studies, emphasis has been given on green transformational leaders who empower their subordinates, which, in turn, leads to employees’ discretionary behavior toward environmental management of the organization, which has been denoted as organizational environmental citizenship behavior. Organizational citizenship behavior has been strongly advocated as a means to improve the environmental performance of organizations. A green transformational leader encourages his subordinates to undertake activities that are beneficial to the organization’s environmental management, such as thinking about the sustainable development of the organization, solving environmental problems and contributing to the firm’s environmental performance. This study aims to investigate the domain of environmental leadership by examining the mechanism and conditions under which green transformational leaders induce organizational environmental citizenship behavior.

Information technology (IT) firms across four major cities in India were considered for the survey to examine the proposed hypotheses. Online questionnaires were shared with 1,286 employees working across seven branches of IT companies. A total of 378 respondents completed the survey, but only 293 questionnaires were suitable for further analysis using structural equation modeling.

The findings of the study show that green transformational leadership promotes green empowerment and organizational citizenship behaviors toward the environment (OCBE) among the employees. It also reveals that environmental passion plays a key role in promoting eco-initiative and eco-helping behavior among the employees when they are empowered for green practices. Also, the influence of resource commitment fosters eco-civic engagement among the employees.

Results hold strong implications for human resource managers on how green transformational leadership approaches can help trigger organizational citizenship behavior among employees. Also, understanding the impact of green empowerment on employees’ involvement in extra-role behavior will help organizations to develop strategies to strengthen their sense of empowerment toward green practices.

This study attempts to investigate the impact of green transformational leadership on employees’ OCBE and the mechanisms through and conditions under which green transformational leadership may impact the indicators of OCBE. The study proposes a mechanism and social and psychological conditions that can potentially explain the linkages between green transformational leadership and OCBE: green empowerment, resource commitment and environmental passion.

Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices.

A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study.

The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices.

As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

Recent research has demonstrated an increasing awareness among business communities about the importance of environmental concerns. Green human resource management (GHRM) has become a crucial business strategy for organizations because the human resource department can play a key role in going “green.” This study tests an integrative model incorporating the indirect effects of GHRM practices on employee organizational citizenship behavior toward environment (OCBE), through green employee empowerment. Moreover, this study investigates the moderating effect of individual green values on OCBE.

Using a paper–pencil survey, we collected multisource data from 365 employees and their immediate supervisors from Pakistan.

The results of structural regression revealed that GHRM has a significant indirect effect on OCBE through green employee empowerment. The results also indicated that individual green values moderated the positive relationship between green employee empowerment and OCBE.

Organizations should appropriately appraise workers’ green behavior and align their behavior to pay and promotion. Organizations should also encourage and motivate employees to be engaged in green activities and contribute to environmental management.

This study suggests that green employee empowerment and individual green values are important factors that influence the relationship between GHRM and employees' OCBE, and it empirically analyzes these proposed relationships in a developing country context.

The purpose of this research is to examine how firms can build collective organisational citizenship behaviour towards the environment (OCBE) from green human resource management (GHRM) practices. The study tests how the three main aspects of GHRM, namely green abilities, green motivation and green opportunities, give rise to the enablers of green culture (EGC). The study further tests how each of the EGC (leadership emphasis, message credibility, peer involvement and employee empowerment) leads to the development of OCBE at the organisational level of analysis.

Data were collected from Taiwanese manufacturing companies with a target of departmental heads. The authors managed to get 284 valid responses and analysed the data using path analysis on Stata12.

The study findings suggest that GHRM practices that include developing green abilities, green motivation and green opportunities support the development of the EGC. The EGC include leadership emphasis, message credibility, peer involvement and employee empowerment. It was, however, found that green abilities do not support the development of message credibility. It was further found the EGC lead to the development of collective OCBE except for peer involvement.

The authors propose an original concept of EGC in the context of Taiwanese manufacturing firms. This paper is amongst the pioneer papers to test the OCBE at organisational level. The authors also develop an integrated conceptual framework upon which firms can use in order to build OCBE at organisational level. Previous studies have examined OCBEs at employee/individual level.

This study aims to explore the effect of human resource (HR) strategy (e.g. empowerment and teamwork) on green supply chain integration (e.g. green supplier and customer integration), which further leads to economic performance. Moreover, the authors examined the moderating effects of information systems and mutual trust on the relationship between HR strategy and green supply chain integration.

Using the empirical data from 213 Chinese manufacturing firms, this study uses structural equation modeling and hierarchical regressions to examine the conceptual model.

The study’s findings reveal that empowerment and teamwork positively enhance green supplier and customer integration. Green supplier and customer integration are positively related to economic performance. Moreover, information systems positively moderate the relationship between empowerment and green supplier integration but negatively moderate the relationship between teamwork and green supplier/customer integration. Mutual trust positively moderates the relationship between empowerment and green supplier integration and the relationship between teamwork and green customer integration.

This study extends the existing understanding regarding how to enhance green supply chain integration by adopting an appropriate HR strategy in the context of different levels of information systems and mutual trust.

This study aims to contribute to the current Green human resource management (HRM) field by providing an empirical examination of a comprehensive model that tests the effect of green strategic intent on Green HRM implementation, the possible effect of Green HRM and green empowerment on circular economy, and the effect of circular economy on sustainable performance. It examines the mediating effect of circular economy on the link between Green HRM and sustainable performance.

The study is empirical in nature. It focuses on the service sector in Qatar. Managers that work in the service sector represent the study participants. 149 questionnaires were collected and 131 completed questionnaires were used in the analysis. An advanced Partial Least Squares Structural Equation Modeling (SEM-PLS) analysis was conducted to reveal the study results.

The study findings confirmed the positive effect of green strategic intent on Green HRM, the positive link between Green HRM and green empowerment on circular economy, and the positive relationship between circular economy and sustainable performance. It also confirms the indirect effect of circular economy on the link between green HRM and sustainable performance.

Because of the chosen research approach and the focus on the service sector in Qatar only, research results may lack generalizability.

This study provides important implications for practice on how to improve Green HRM practices; particularly for its unique context, the Qatari service sector.

This study is considered original since it is one of the few to examine a conceptual framework that links Green HRM, circular economy and sustainable performance.

The purpose of this study is to assess the key determinants of green human resource management (GHRM) and investigate its impact on environmental performance (EP) and business performance (BP).

The research employed SmartPLS 3 and follows a cross-sectional research design. Data from 179 employees were collected using a convenience sampling technique from the firms that adopted GHRM practices.

The research found a significant relationship of GHRM with EP and also reported the significant relationship between EP and BP. Moreover, EP significantly mediates the relationship of GHRM with BP.

A relatively small sample size of employees was used that may suggest the need for a diverse and more representative sample. The paper is based on data collected from the Malaysian manufacturing industry – other economic sectors and Asian countries may offer different results.

The paper identifies the need for incorporating GHRM practices and culture at the workplace to encourage positive green behavior in employees which will increase the EP and BP of the firm.

This paper reported the initial empirical findings after the March 7th incident on EP of businesses in Malaysia, where businesses have initiated the adoption of GHRM practices.

Circular economy has emerged as one of the most important approaches to addressing environmental challenges. Organizations have begun to act on their abilities to enhance their sustainability management to enable a circular economy. The role of organizational learning and green human resource management in the transition to a more circular economy remains unknown. The purpose of this study is to identify and analyze the inter-relationship between the factors of organizational learning and green human resource management, and it aims to rank the identified factors of manufacturing small and medium businesses (SMEs) based on their driving and dependency power and to detect the most substantial factors.

This study identified 11 organizational learning and green human resource management (GHRM) factors after conducting a thorough literature analysis and consulting with experts. To investigate the interaction of the indicated factors and to build their structural hierarchy, this study used the total interpretive structural modeling method. Further, Matriced Impact Croises Multiplication Applique (MICMAC) analysis was used to establish each factor’s driving and dependent power.

This study discovered that factors “Green separation” and “Organizational learning culture” were found to be significant; “Green performance management” and “Green health and safety management” were observed to be extremely reliant on the remaining GHRM factors.

The recommended framework has been established in the Indian background and is restricted to manufacturing SMEs. Still, the same framework can be applied to other sectors by slightly modifying it. Also, the analysis is based on the experts’ view and this may be biased. The findings of this study will help human resources managers and SME owner-managers clarify the most and least significant factors of organizational learning and GHRM and their relationships, leading to increased awareness of organizational learning and GHRM practices for enlightened environmental performance.

The proposed framework might facilitate decision-makers and practitioners to comprehend the relations between organizational learning and GHRM factors. This will support SME owner-managers in understanding the influence of one factor on another factor in manufacturing SMEs.

Until now, the protruding interest of researchers has been focused mostly on large manufacturing enterprises. However, manufacturing SMEs, which are much smaller when compared to large manufacturing companies, significantly contribute to the economy as well as environmental pollution. Thus, this study provides a vital contribution to the current literature by determining the suitable relationship between the organizational learning and GHRM components, as no previous studies focused on exploring the same using the total interpretive structural modeling approach in the Indian manufacturing SMEs environment.

Employee green behavior can lead to a firm's green performance. However, green management research has not accorded adequate attention to the mechanism underlying green creativity. This study aims to investigate the influence of green human resource management (GHRM) practices on green creativity at both individual and collective levels.

Through a multisource, multiwave survey data obtained from employees of 3- to 5-star hotels in Kenya, the present study investigates how GHRM practices influence individual and collective green creativity. For the data analysis, we employed multilevel structural equation modeling using MPlus 7.2.

The study findings show that GHRM practices influence individual and collective green creativity. The proposed mediating role of the enablers of green culture (EGC) in these relationships was confirmed. Moreover, environmentally specific servant leadership moderated the relationships between GHRM and individual and collective green creativity.

The study recommends that hotel management should embrace GHRM practices to nurture green creativity at the employee and team levels. The hotels management is further persuaded by the findings of this study to pay attention to the four EGC (leadership emphasis, message credibility, peer involvement and employee empowerment) which play a key role in enhancing green creativity among hotel employees.

The study recommends that hotel management should embrace GHRM practices to nurture green creativity at the employee and team levels. The hotels' management is further persuaded by the findings of this study to pay attention to the four EGC (leadership emphasis, message credibility, peer involvement and employee empowerment) which play a key role in enhancing green creativity among hotel employees.

We develop and propose an integrated conceptual framework by which hotels can deploy to nurture green creativity at individual and team levels. We anticipate that our study findings will elicit further research into the mechanisms that reveal the nexus between GHRM and other employee green performance outcomes in the hotel sector.

Drawing on the ability–motivation–opportunity theory applied to the greening of service industries, this paper aims to analyze the extent to which green human resource management plays a role in the adoption of eco-efficiency principles in the financial sector. Environmental knowledge management represents one of the key green human resource management components.

This study conducted a survey with 178 employees working within one of the largest financial banks in Brazil, which has been investing in eco-efficiency for more than ten years.

On the basis of structural equation modelling, this study has provided the following findings: Among all factors taken into consideration in this study, only environmental training positively influences eco-efficiency; training may be suffering owing to barriers associated with empowerment and teamwork; the eco-efficiency program of the studied company would get benefits if it provided more autonomy to employees; and finally, the eco-efficiency program of the studied bank could be more effective if connected with green teams.

To date, this is the first work that relates – with empirical evidence from Brazil – GHRM and eco-efficiency in the financial service industry.